What goals do you set for yourself each quarter?
Posted: Tue Dec 17, 2024 5:12 am
The following six principles will give you the opportunity to structure your organization.
Step 1: Develop a vision and make it common knowledge
The book often talks about the V/TO: The Vision/Traction Organizer. This is created by answering the following eight questions:
What are your core values? (Such as honest, playful or cynical)
What is the focus of the company? (Similar to the 'why')
What is your 10-year goal?
What is your marketing strategy? (Who are you there for – and who aren’t you there for?)
What is your goal for three years from now?
What is your plan for the coming year?
What are the problems for the organization?
By breaking down an objective into smaller quarterly goals, it becomes achievable. You also need to have the answers to these questions land with the entire organization annually and quarterly.
Please note: this approach is based on an organization-oriented approach. In my opinion, a lean approach is still missing, in which the wishes or challenges of a specific target group are poland telegram data central and solutions are devised for them. Because the focus is on KPIs, the approach is slightly Anglo-Saxon in nature.
Step 2: Put the right people in the right place
Organizations that grow face HR challenges. How do you ensure that you get the right people in the right place? You can do this by measuring whether they put the five core values of your organization into practice. Also discuss whether they understand the role, want it and whether they have the capacity to fill it. If they don't? Talk to them about it and if nothing improves, dismissal is inevitable.
Many companies have a marketing and sales department, an operations department and a finance department. Above these departments is an integrator, who connects the departments and ensures that the visionary (the top of this organizational pyramid) stays connected to the rest of the company. EOS offers a clear structure for organizing a company, but the approach is based on silos - and therefore does not make organizations agile enough to take advantage of all digital opportunities.
Step 3: Make results measurable
The EOS method assumes that a number of figures are discussed weekly, in order to make the results of the organization measurable and to be able to quickly adjust where necessary. Think of the weekly turnover, the balance sheet, the number of sales calls or how many people are employed. In practice, you do not need more than fifteen KPIs.
Step 1: Develop a vision and make it common knowledge
The book often talks about the V/TO: The Vision/Traction Organizer. This is created by answering the following eight questions:
What are your core values? (Such as honest, playful or cynical)
What is the focus of the company? (Similar to the 'why')
What is your 10-year goal?
What is your marketing strategy? (Who are you there for – and who aren’t you there for?)
What is your goal for three years from now?
What is your plan for the coming year?
What are the problems for the organization?
By breaking down an objective into smaller quarterly goals, it becomes achievable. You also need to have the answers to these questions land with the entire organization annually and quarterly.
Please note: this approach is based on an organization-oriented approach. In my opinion, a lean approach is still missing, in which the wishes or challenges of a specific target group are poland telegram data central and solutions are devised for them. Because the focus is on KPIs, the approach is slightly Anglo-Saxon in nature.
Step 2: Put the right people in the right place
Organizations that grow face HR challenges. How do you ensure that you get the right people in the right place? You can do this by measuring whether they put the five core values of your organization into practice. Also discuss whether they understand the role, want it and whether they have the capacity to fill it. If they don't? Talk to them about it and if nothing improves, dismissal is inevitable.
Many companies have a marketing and sales department, an operations department and a finance department. Above these departments is an integrator, who connects the departments and ensures that the visionary (the top of this organizational pyramid) stays connected to the rest of the company. EOS offers a clear structure for organizing a company, but the approach is based on silos - and therefore does not make organizations agile enough to take advantage of all digital opportunities.
Step 3: Make results measurable
The EOS method assumes that a number of figures are discussed weekly, in order to make the results of the organization measurable and to be able to quickly adjust where necessary. Think of the weekly turnover, the balance sheet, the number of sales calls or how many people are employed. In practice, you do not need more than fifteen KPIs.